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2.
<ul><li>This session will present </li></ul>Session Open Session Description <ul><ul><li>The marketing concept of push-pull as it applies to performance-based Knowledge Management Systems (KMS) </li></ul></ul><ul><ul><li>The use of ISD methods and customer-supplier teams to deliberately populate the KMS and </li></ul></ul><ul><ul><ul><li>Push knowledge products to high-payback processes and human performers audiences </li></ul></ul></ul><ul><ul><ul><li>Chunk and store the knowledge products for additional, user-friendly retrieval to meet the needs of pull audiences </li></ul></ul></ul><ul><ul><li>A KMS business case outline and four KMS implementation stages </li></ul></ul>

3.
Session Open Session Objectives <ul><li>Participants will be able to </li></ul><ul><ul><li>Describe a performance-based KMS </li></ul></ul><ul><ul><li>Describe the push-pull orientation to performance-based KMS to better ensure shareholder ROI </li></ul></ul><ul><ul><li>Describe the use of performance-based ISD and HPT methodologies to populate a KMS </li></ul></ul><ul><ul><li>Describe the organizational teams and their roles to implement, operate, and maintain a performance-based KMS </li></ul></ul><ul><ul><li>Describe a four-stage implementation plan for KMS </li></ul></ul>

5.
Session Open Guy W. Wallace <ul><li>Key Areas of Expertise </li></ul><ul><ul><li>Performance Modeling (PM) Since 1979, Guy has conducted more than 150 group process Performance Modeling sessions. </li></ul></ul><ul><ul><li>Curriculum Architecture Design SM (CAD) He has conducted 71 performance-based CAD projects since 1982. </li></ul></ul><ul><ul><li>Modular Curriculum Development SM (MCD) Guy has conducted more than 35 performance-based MCD projects since 1982. </li></ul></ul><ul><ul><li>Instructional Activity Development SM (IAD) He has designed and developed more than two dozen performance-based simulation exercises for performances covering labor relations, high-tech product management, sales, ISD, plus many others. </li></ul></ul><ul><ul><li>ISD Project Planning and Management Guy is the lead author of CADDI’s lean - ISD methodologies of the planning and management of the PACT SM Processes for T&D. </li></ul></ul><ul><ul><li>Group/Team Process and Facilitation Guy has facilitated more than 300 group meetings to accomplish both human performance and business process improvement goals. </li></ul></ul>Guy has been in the T&D field since 1979 and an ISD consultant since 1982. He is the author of two books, more than 20 articles, and has presented more than 40 times at ISPI conferences and local chapters. He is currently the treasurer and on the 1999–2000 Board of Directors of ISPI.

9.
Session Open What Worries Me about KMS <ul><ul><li>A lack of business-based thinking and approaches to KMS planning and decision-making </li></ul></ul><ul><ul><li>A lack of focus on ROI for KMS efforts and investments </li></ul></ul><ul><ul><li>Development of a philosophy and software tools to allow SMEs to create content for the KMS versus using ISD and HPT methods </li></ul></ul><ul><ul><li>Dialogue about whether or not learners should always finish their modules (from the e-learning world) </li></ul></ul>

10.
What Is KM and KMS? What Is KM and KMS? <ul><li>While Knowledge Management has many definitions, most definitions include </li></ul><ul><ul><li>Knowledge as intellectual capital </li></ul></ul><ul><ul><li>The capture, storage, and dissemination of knowledge </li></ul></ul>KM is intellectual capital that is captured, stored, and disseminated to both protect and improve the enterprise For our purposes here

12.
What Is KM and KMS? Examples of Content for KMS <ul><ul><li>Best practices </li></ul></ul><ul><ul><li>Lessons learned </li></ul></ul><ul><ul><li>Policies </li></ul></ul><ul><ul><li>Procedures </li></ul></ul><ul><ul><li>Job aids/EPSS </li></ul></ul><ul><ul><li>Databases </li></ul></ul><ul><ul><li>Tools </li></ul></ul><ul><ul><li>Templates </li></ul></ul><ul><ul><li>Examples of various documents </li></ul></ul>The goals include reducing “reinventing the wheel” and/or “starting from ground zero” for each performance effort KM content for Knowledge Products can include

13.
What Is KM and KMS? What Is a KMS? <ul><li>KMS is a system for the capture, storage, and dissemination of knowledge </li></ul><ul><li>Enterprise KM systems will require </li></ul><ul><ul><li>A knowledge-sharing culture </li></ul></ul><ul><ul><li>Reinforcing consequences (positive and negative) </li></ul></ul><ul><ul><li>KM policies, procedures, processes, and clear performer roles </li></ul></ul><ul><ul><li>Staff and infrastructure </li></ul></ul><ul><ul><li>A knowledge repository and distribution mechanism </li></ul></ul><ul><ul><ul><li>U sually an electronic warehouse and intranet-Internet accessibility </li></ul></ul></ul>

15.
What Is performance-based KMS? Performance-based KMS <ul><li>Performance-based KMS </li></ul>KMS – to protect and improve the enterprise This is where our ISD and HPT methodologies become part of the KMS effort more on this later <ul><ul><li>Is where all Knowledge Products within the KMS </li></ul></ul><ul><ul><ul><li>Are required to know for enterprise process performance </li></ul></ul></ul><ul><ul><ul><li>None of the content is nice to know </li></ul></ul></ul>

16.
What Is performance-based/Push-Pull KMS? Push-Pull <ul><li>A marketing concept where “products” are deliberately pushed to certain target audiences, while other audiences are enabled to pull content from the product distribution system </li></ul><ul><li>Push examples </li></ul><ul><li>Nonrequested credit cards in the mail </li></ul><ul><li>Free trial magazine subscriptions </li></ul><ul><li>Pull examples </li></ul><ul><li>Credit cards at your bank </li></ul><ul><li>Magazines available in stores </li></ul>

17.
What Is performance-based/Push-Pull KMS? Push-Pull performance-based KMS <ul><li>This is a Knowledge Management System where all Knowledge Products </li></ul><ul><ul><li>Are “required to know” for critical enterprise process performance </li></ul></ul><ul><ul><li>Are deliberately pushed to certain target audiences, while other audiences are enabled to pull content from the KMS product distribution system </li></ul></ul><ul><ul><ul><li>Only push target audiences are addressed fully </li></ul></ul></ul><ul><ul><ul><li>Pull target audiences are partially addressed (if at all) </li></ul></ul></ul>

18.
What Is performance-based/Push-Pull KMS? KMS and E-learning <ul><li>If </li></ul><ul><ul><li>“ E-learning” is simply the electronic distribution of training content to facilitate learning </li></ul></ul>There isn’t really much difference between KMS and e-learning today, or there really doesn’t have to be any difference! <ul><li>Performance-based T&D should/could always include </li></ul><ul><ul><li>Best practices </li></ul></ul><ul><ul><li>Lessons learned </li></ul></ul><ul><ul><li>Policies/procedures </li></ul></ul><ul><ul><li>Job aids/EPSS </li></ul></ul><ul><ul><li>Templates </li></ul></ul><ul><ul><li>Example plans </li></ul></ul><ul><ul><li>Example documents </li></ul></ul><ul><ul><li>“ E” is a distribution channel to push T&D to certain target audiences faster and cheaper, and allows other target audiences to pull T&D more readily </li></ul></ul>

19.
What Is performance-based/Push-Pull KMS? KMS and E-learning <ul><ul><li>Any prior distinctions between KMS and e-learning and traditional T&D are blurring </li></ul></ul>For our purposes here, T&D, e-learning, and KMS are the same in terms of their ability to become Knowledge Products <ul><ul><li>E-learning’s infrastructure today can deliver and make accessible a blend of various types of “knowledge products” including </li></ul></ul><ul><ul><ul><li>WBT: Web-based training </li></ul></ul></ul><ul><ul><ul><li>ILT: instructor-led training </li></ul></ul></ul>

20.
What Is performance-based / Push-Pull KMS? Finish KMS e-learning Modules? <ul><li>Should e-learners finish their KMS modules? </li></ul>The short answer is . . . Yes if “ Push ” . . . Maybe if “ Pull ” . . . but first things first . . . Is there business rationale for KMS and module completion? Questions such as this are being asked endlessly in magazines and journals targeting training & development and e-learning

22.
KMS Stage 1: Business Case Development <ul><li>A business case helps to prove that a KMS makes business sense in terms of the investments required given the returns ; </li></ul><ul><li>this will require </li></ul><ul><ul><li>Determining both potential ROI and strategic fit </li></ul></ul><ul><ul><li>Defining the enterprise needs and financial stakes (protect and improve) </li></ul></ul><ul><ul><li>Planning and conducting benchmarking efforts </li></ul></ul><ul><ul><li>Sizing and costing the KMS initial development and ongoing operations for both infrastructure and content </li></ul></ul><ul><ul><li>Establishing KMS goals, mission, and vision </li></ul></ul>

23.
Four Stages of KMS Implementation Business Case Content and Formats <ul><li>Business Case Contents </li></ul>Focus on ROI as well as the “costs for doing nothing” <ul><ul><li>The response </li></ul></ul><ul><ul><ul><li>The KMS systems needed </li></ul></ul></ul><ul><ul><ul><li>How it would work </li></ul></ul></ul><ul><ul><ul><li>How it would be structured </li></ul></ul></ul><ul><ul><li>The financials </li></ul></ul><ul><ul><ul><li>Investments needed </li></ul></ul></ul><ul><ul><ul><li>Returns forecasted </li></ul></ul></ul><ul><li>Business Case Formats </li></ul><ul><ul><li>Use an existing business case as a template and edit it! </li></ul></ul><ul><ul><li>The business need </li></ul></ul><ul><ul><ul><li>To protect and improve what and why </li></ul></ul></ul>

25.
Four Stages of KMS Implementation Potential “Returns” for KMS <ul><li>Note: hard data is hard to come by regarding ROI for KMS </li></ul><ul><li>But, if your KMS could increase revenues by 5 percent and reduce your operating costs by 5 percent, a $20 million business operating with a 20 percent profit margin would have returns equaling $1.8 million </li></ul>And, a $200M enterprise’s return would be $18M; a $2B would return $180M; and a $20B would return $1.8B 5 percent of $20 million revenues = $1 million 5 percent of $16 million expenses = $800,000.00

26.
Four Stages of KMS Implementation KMS Returns <ul><li>Returns can come from either or both </li></ul><ul><ul><li>Reduced costs </li></ul></ul><ul><ul><ul><li>Reduced performance cycle times </li></ul></ul></ul><ul><ul><ul><li>Reduced/eliminated errors and rework </li></ul></ul></ul><ul><ul><li>Increased revenues </li></ul></ul><ul><ul><ul><li>From use of feed-up time and resources </li></ul></ul></ul><ul><ul><ul><li>From new products or product innovations </li></ul></ul></ul>In short: better, faster, cheaper and new What are the potential returns for a performance-based KMS?

27.
Four Stages of KMS Implementation KMS Investment Costs? <ul><li>First costs </li></ul><ul><ul><ul><li>Infrastructure development </li></ul></ul></ul><ul><ul><ul><li>Knowledge Products development/acquisition (capture) </li></ul></ul></ul><ul><ul><li>Life-cycle costs </li></ul></ul><ul><ul><ul><li>Infrastructure operations </li></ul></ul></ul><ul><ul><ul><li>Knowledge Products administration and maintenance </li></ul></ul></ul>It is estimated that only 20 percent of the total costs of KMS is related to hardware and software. The rest are for Capture – Administration – Maintenance KMS investment costs must include both first costs and life-cycle costs

32.
Four Stages of KMS Implementation Governance and Advisory <ul><li>Governance Board </li></ul><ul><ul><li>“ Owns” the KMS on behalf of the shareholders/owners </li></ul></ul><ul><ul><li>Is responsible for all KMS ROI and the support and achievement for strategic initiative </li></ul></ul><ul><ul><ul><li>Need to target “mission-critical” processes and audiences for investment in KMS knowledge products’ capture-storage-dissemination </li></ul></ul></ul><ul><li>Advisory Groups </li></ul><ul><ul><li>Advise the governance board on where and how to operationally target KMS investments for both financial and strategic returns </li></ul></ul><ul><ul><li>Oversee the capture and maintenance efforts required </li></ul></ul><ul><ul><ul><li>Identify master performers and subject matter experts to represent the processes and audiences targeted </li></ul></ul></ul>KMS – to protect and improve the enterprise

34.
Four Stages of KMS Implementation Learners and Coaches <ul><li>Learners </li></ul><ul><ul><li>These are the users of KMS and can/should include anyone/everyone—as either push or pull target audiences </li></ul></ul><ul><li>Coaches </li></ul><ul><ul><li>Help transfer knowledge (explicit and tacit) to the learners/users as on-the-job coaches and mentors, as well as classroom instructors and facilitators </li></ul></ul>

36.
KMS Stage 3: Initial KMS Content Development and Implementation <ul><ul><li>The initial KMS content is captured (created), stored, deployed (for push ), or retrieved (for pull ) </li></ul></ul><ul><ul><ul><li>This is costly; and, according to our model, only push-audience needs are addressed, but addressed (chunked and stored) in such a manner as to facilitate related pull-audience needs </li></ul></ul></ul><ul><ul><ul><ul><li>By definition, the needs of pull audiences never warrant meeting those needs; if we discover that there is a return on meeting those needs, then the pull becomes push </li></ul></ul></ul></ul>

39.
Four Stages of KMS Implementation Nontraditional ISD <ul><li>Nontraditional ISD methods also can be used to holistically architect the entire KMS product line for broad or narrow target audiences </li></ul><ul><li>Use nontraditional ISD methodologies such as </li></ul><ul><ul><ul><li>CADDI’s PACT Processes for T&D: Curriculum Architecture Design and Modular Curriculum Development methodologies </li></ul></ul></ul><ul><ul><ul><li>Other adapted ISD methodologies that go beyond the traditional ADDIE approach of one course/set of curricula at a time and have proven content chunking strategies </li></ul></ul></ul>This will facilitate reuse design strategies that traditional ADDIE models/methods don’t address

40.
KMS Stage 4: Ongoing Operations and Maintenance <ul><li>KMS systems are administered and Knowledge Products are deployed to push audiences and made accessible to pull audiences </li></ul><ul><li>KMS content is maintained as needed </li></ul><ul><li>KMS infrastructure is maintained as needed </li></ul>Note: Not all potential content should be shared over the enterprise KMS, as it might make it much easier to find its way to the competition or violate various laws/regulations and internal policies

41.
<ul><ul><li>Diminished and unpredictable ROI </li></ul></ul><ul><ul><ul><li>Uncontrolled first costs and life-cycle costs and questionable returns </li></ul></ul></ul><ul><ul><ul><ul><li>A lot of “nice-to-know”/“low-hanging fruit” content </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Redundant content and the expenses for redundant capture-storage-dissemination </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Obsolete knowledge products negatively affecting enterprise process performance that is too expensive to properly administrate/maintain </li></ul></ul></ul></ul>Session Close KMS WARNING ! Do the math – push content to key targets and make it accessible for nonkey targets. Don’t serve EVERYONE’S needs. Your enterprise can’t afford it! If your KMS “capture-store-dissemination” systems and processes allow just any and all types of content into your KMS, you might end up with

42.
Session Close Session Close <ul><li>Objectives review </li></ul><ul><ul><li>Describe a performance-based KMS </li></ul></ul><ul><ul><li>Describe the push-pull orientation to performance-based KMS to better ensure shareholder ROI </li></ul></ul><ul><ul><li>Describe the use of performance-based ISD and HPT methodologies to populate a KMS </li></ul></ul><ul><ul><li>Describe the organizational teams and their roles to implement, operate, and maintain a performance-based KMS </li></ul></ul><ul><ul><li>Describe the four-stage implementation plan for KMS </li></ul></ul>Thank you for your time, attention, and feedback